Municipality of North Perth Corporate Strategic Plan 2012 – 2017
PART II Key Findings Report - Background Analysis and Community Engagement
Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Contents
1 BUILDING THE PLAN ...... 1 1.1 PURPOSE 1 1.2 APPROACH 1 2 CURRENT POLICY FRAMEWORK ...... 3 2.1 EXISTING POLICY FRAMEWORK MATRIX 9 3 COMMUNITY ASSETS ...... 11 4 OUR CURRENT STATE ...... 13 4.1 COMMUNITY PROFILE 13 4.2 COMPETITIVE ANALYSIS 17 5 COMMUNITY ENGAGEMENT ...... 36 5.1 COMMUNITY CONVERSATIONS 36 5.2 ONLINE SURVEY RESULTS 39 5.3 INTERVIEW SUMMARY 47 5.4 SENIOR STAFF SESSIONS 51 5.5 COUNCIL SESSIONS 53
Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
1 Building the Plan 1.1 Purpose
The County of Perth has, and will continue to face, slow population growth, a changing agricultural base and a changing general economy. With a shifting and fast paced provincial and global economy, the need for a Corporate Strategic Plan that is focused on the emerging opportunities and challenges for the community is increasingly important. This is even more relevant given the County’s proximity to several identified urban growth centres, under the Places to Grow Plan. The purpose of the Corporate Strategic Plan is two-fold. Firstly, it is to clearly define a common vision for the community that will define the success of the County of Perth and its member municipalities. Equally important, the Plan is intended to provide Councils and staff with a framework or roadmap for decision making. The Plan seeks to prioritize the key programs, services and initiatives based on the needs, values and aspirations of community members and the service delivery realities of the County and its member municipalities. A detailed action plan will provide direction for the County over the next 5 years and a set of performance measurements will assist the County in the implementation and evaluation of activities and ensure that the vision and mission are accomplished.
1.2 Approach
A crucial first step in the development of the Plan has been the preparation of a Key Findings Report. The approach employed in the completion of this phase of the Plan involved a number of methods. A review of existing policy documents related to a broad range of issues in the County and its member municipalities was completed. This review provided insight into the assets, opportunities and challenges in the community. In addition, a cornerstone to developing the Corporate Strategic Plan is an understanding of the community in terms of its assets – business base, labour force, quality of life indicators – as well as its local and community networks and quality of place elements. This was achieved through an assessment of the regional economy in the form of a demographic profile and competitiveness analysis. This assessment highlighted the key patterns of change in the County compared with the Province of Ontario. Community engagement is an important aspect of the preparation of any strategic document. During this process, a number of engagement channels were utilized to gain broad-based input from County and local municipal staff and Council, community residents, businesses and key stakeholders. A survey was distributed through the community using a traditional (paper) and a web-enabled format. In addition, interviews were conducted with County and local municipal councils and staff to gain an understanding of their vision for the community and key areas of service delivery. Other
1 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
stakeholders (resident, business and community) were also interviewed throughout this process to gain additional insight. Five community focus groups, one for each municipality and one for the county, also allowed community members to share their ideas and identify the key priorities and actions for the Plan that would be critical to achieving the desired community vision. This process of community engagement was facilitated through the development of local networks in the community and through the use of social media.
2 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
2 Current Policy Framework A comprehensive review of available background plans and policies provide a strong understanding of the current programming and socio-economic activities in Perth County and its municipalities. This assessment will also inform a review of the strengths, weaknesses, opportunities and threats related to the County and communities ability to retain, expand and attract new residents and business investment. Understanding the current policy environment in Perth County is vital to establishing a base of knowledge on which to build the Corporate Strategic Plan.
North Perth Master Growth Plan
The Municipality of North Perth undertook a Master Growth Plan to outline future growth areas in the Municipality for the next 20 years, which will provide the policy basis for amendments, identify future capital works, and guide the community in identifying future growth patterns. Priorities of the plan include: . Future residential growth should be largely accommodated by the Listowel and Atwood settlement areas, which currently have sufficient water and sanitary services available to support the plan. Focusing future growth in these areas allows for the preservation of agricultural land and environmental features. . Harmonizing land designation categories to eliminate inconsistent approaches for lands designated for settlement. . New development should be prioritized through infilling, intensification, adaptive reuse of existing buildings and brownfield redevelopment before urban expansions. The Official Plan priorities are important to the Corporate Strategic Plans for Perth County and partner communities as they provide insight into the development priorities for the region, as well as the importance of the agricultural land bases and natural heritages areas. Strategies and actions must consider the Official Plan policies and should leverage and reflect the priorities outlined in the document.
Financial Rationalization Study (2005)
A year after the Municipality of North Perth was formed, from the amalgamation of the Town of Listowel and the Townships of Elma and Wallace, the Recreation Advisory Committee and the Municipality identified a need for a financial rationalization study of the parks and recreation services.
3 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
In 2004, the administration and operational costs of the local arenas, parks, pools and community centres, as well as the recreational programs, cost $1,698,931 while generating 1,191,746 in revenues. The net cost for parks and recreation in 2004 was $507,185 or $37.57 per capita based on a population of 13,500. The study makes several observations: . The current administrative structure is complex and involves four levels; the Municipal Council, municipality-wide Recreation Advisory Committee, a special purpose committee and the municipal department with the staff and resources. . The residents of North Perth enjoy a high level of access to arenas in the municipality; if a larger urban centre should develop new arenas, local arenas could become under-utilized. . Several facilities are facing significant capital investments in the next five years. . Community input demonstrated that most residents feel they have good service and that the current model is effective, however they worry about the current and future costs of operations and maintenance for the facilities. Following these observations, the study made the following recommendations: . Reorganize the delivery model by removing the boards and committees. . Redevelop the Recreation Advisory Committee to undertake, planning, policies and strategy development for parks and recreation, with the Director taking on the task of ensuring their directives are put into action. . Devise a capitalization plan for the trails system and develop a trails committee. . Do not undertake any new sport-field development in the near future. . Develop a marketing and communications plan for parks and recreation to enhance community awareness of the facilities and programs. The financial rationalization study underlines importance of efficiency and feasibility in service delivery. Its findings are important to the Corporate Strategic Plans for Perth County and partner communities as it provides insight into the Municipality’s management of this core area of services. Strategies and actions in the Corporate Strategy must consider the financial burden of service delivery to residents.
Master Fire Planning Process Draft Action Report (2007)
The Draft Action report creates options and recommendations for the current and future fire protection services. Currently, the Municipality is within a normal range for fire protection costs and can adequately fund this service. Several issues were identified: . A need for training for staff.
4 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
. More public education campaigns. . Staff pressures and inability to deal with workloads. . Consistent protection and coverage. . A lack of infrastructure and issues with infrastructure and equipment maintenance (water supply, trucks, facilities). As a result the report’s recommendations largely focus on delivering a strong, consistent fire protection service across the municipality and educating the local community about risk.
Listowel Greenway Master Plan (2009) The goal of the Greenway Master Plan sets out to define actions that will contribute to a safe environment, creates a network between the parks and supports plant and animal diversity. The Master Plan suggests a number of initiatives to achieve these goals: . A way-finding plan to ensure the development of easily navigable trails. . A Tree inventory and management plan to manage tree diversity. . Various park initiatives for specific parks, such as trash receptacle installments. The Greenway Master Plan recommendations are important to the Corporate Strategic Plans for Perth County and partner communities as it provides insight into North Perth’s quality of life offerings.
Development Charge Background Study (2009) The Development Charge Background Study was prepared for the Municipality in accordance with the methodology under the Development Charges Act, 1997. Development charges provide for the recovery of growth-related capital expenditures from new development. The growth forecast projects an increase in population of 3,131 residents and an increase in residential units of 1,274 from 2011 to 2031. This report undertakes a recalculation of the development charges based on future identified needs and has been provided on a municipal-wide basis for services related to roads, fire protection services, police services, outdoor & indoor recreation services, library services, child care services and administration. The calculated residential development charge for a single-detached unit for municipal wide services is $8,967 and non-residential development charge for municipal wide services is $2.68 per square feet of gross floor area. The Municipality plans to spend $35.64 million over the next five years of which $15.79 million (44%) is recoverable from development charges. Of this net amount, $10.6 million is recoverable from residential development and $5.2 million from non-residential development.
5 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Business Plan for a North Perth Recreation Complex (2012) In response to previous studies and changing community demographics, a Community Recreation Committee was formed to pursue the potential development of a North Perth Recreation Complex. The concept is to develop a multi-use recreation facility in Listowel that would both broaden the range of recreational activities that are available to North Perth residents, as well as to replace aging facilities with ones that are more contemporary in their features. Alternative ‘A’ was the most popular main arena facility from the community participants, followed by Alternative ‘B’. This alternative has the following characteristics.
Alternative A B
Size (sq.ft.) 75,942 64,853
Seating Two sided, Seats: 850, Standing room: 200 One sided, Seats: 570, Standing room: 100
Track Behind seating Suspended track over player benches Meeting Rooms Blue Line Room, Kinsmen Room Blue Line Room, Kinsmen Room
Club room 4 Club rooms 4 reconfigured Club rooms
Concession Canteen, concession/food court 1 concession/ food court
The following recommendations were made for consideration by the Recreation Complex Committee for the Municipal Council: . That Alternative ‘A’ is established as the preferred arena development strategy with Alternative ‘B’ being the second alternative based on funding resources. . That the Recreation Complex Committee works with the architect to reduce the total square footage and the capital cost of Alternative ‘A’, potentially by 15% to 20%. . That the preferred site remains in Purcell/ Haverkamp North. . That a separate needs assessment be made for the walking track’s feasibility. . That if the initiative is approved by Municipal Council that a Capital Campaign Cabinet is formed and a minimum $5 million campaign target is established, with the campaign finalized within a twenty-four to thirty-six month period. . That if a new Public School is built in Listowel on the identified site, active efforts are made to maximize site develop efficiencies and reciprocal use opportunities, with the remaining parts of the site to be developed over the next ten to twenty years for sports fields, trails, natural areas and related community uses.
6 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
. That an indoor aquatic facility remains as a possible second phase priority, with potential development in the future. . That a twin pad addition to the proposed arena does not occur until utilization levels of the existing facilities are consistently above 90% of prime time hours collectively or a future direction on the current arenas is established by the Municipality.
Downtown Areas Revitalization and Beautification Strategy (2012)
The Downtown Revitalization and Beautification strategy includes: . Part One: Community Improvement Plan (CIP), which sets out a long-term plan for the revitalization and beautification of public and private property, and . Part Two: Streetscape Design, which establishes a vision and conceptual designs for the public landscapes and streetscapes of Listowel, Atwood and Monkton. The specific goals of the Downtown Areas CIP are: . Coordinate and encourage community leadership. . Guide the expenditure of municipal funds. . Motivate and leverage private sector investment. . Increase tax assessment and revenues. . Retain and increase employment, shopping, tourism and living opportunities. . Improve the physical state and visual aesthetic of public and private property and buildings, and . Improve conditions for walking, cycling and accessibility. The programs included within the CIP apply only to lands that are within the designated CIP boundaries. The programs are as follows: . Municipal community improvement committee Responsible for the implementation of the CIP. . Community improvement marketing Promote the programs available by the CIP and the results achieved. . Implementation of the streetscape design
7 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Establish a vision and conceptual design for the public landscapes and streetscapes of Listowel, Atwood and Monkton. . Urban design guidelines Address issues related to build form, including facades, parking, signage, heritage conservation, architectural styles and massing, building materials, setbacks and orientation. . Parking study Examine the need and options for additional parking in the downtown areas of Listowel, Atwood and Monkton. . Walking and cycling plan Act as a blueprint for developing walking and cycling infrastructure within downtown areas and potentially throughout the municipality. . Municipal by-law enforcement review Enhance by-law enforcement activities within project areas in respect to property maintenance and occupancy standards, signage, tree maintenance and preservation, parking and zoning in order to facilitate community improvement. . Downtown marketing and promotion Brand and market the downtown areas and promote businesses, events, tourism and recreational activities. There are five financial incentive programs as part of the CIP. The purpose for each incentive is provided as follows: . Downtown rehabilitation/ redevelopment tax increment equivalent grant program Offers grants to property owners whose property tax has increased as a result of the substantial rehabilitation or redevelopment of a building or property with the CIP area. . Downtown housing grant program Offers grants to property owners for the rehabilitation of existing upper floor/rear building residential units or the conversion of existing commercial/ mixed-use building space to residential units with the CIP area,
8 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
. Commercial building and facade improvement grant program Offers grants to property owners for improvements to existing commercial, institutional or mixed-use buildings or the facades of these buildings. . Commercial landscape improvement grant program Offers grants to property owners for improvements to the landscape of existing commercial, institutional or mixed-use properties with the CIP area. . Development charge and planning/building fee rebate program Offers full or partial rebates to property owners for applicable planning application fees, building permit fees and development charges required for the development/redevelopment, construction/reconstruction of commercial, institutional or mixed-use buildings within the CIP area.
2.1 Existing Policy Framework Matrix
From the review of these documents, it is worth noting that many of these reports have included actions/recommendations for the County with varying associated timelines, each of which point to a particular ordering of priorities. This section highlights the recommendations that were marked “high priority” or “short term”, to be completed within a 1-3 year timeline in each document. The purpose of highlighting the high priority recommendations is to provide a starting point for the County for its response to community needs and a discussion of future budget and resource provisions.
FIGURE 2.1: DOCUMENT REVIEW – HIGH PRIORITY RECOMMENDATIONS
Plan/Policy Recommendation Priority Level
Municipality of North Perth: North Perth Master Growth Plan
. Concentrate future growth in Listowel and Atwood settlement areas, which offer new development proper servicing. . Harmonize land categories to eliminate inconsistent approaches for lands designated for settlement. No timeline attached to . New development should be prioritized through infilling, intensification, adaptive re-use of existing building and brownfield report recommendations redevelopment before urban expansions.
9 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Plan/Policy Recommendation Priority Level
Municipality of North Perth: Financial Rationalization Study of Parks and Recreation (2005)
. Reorganize the delivery model of the parks and recreation department by removing the boards and committees. . Redevelop the Recreation Advisory Committee to undertake the planning, policies and strategy development for parks and recreation. No timeline attached to . Devise a capitalization plan for the trails system and develop a trails committee. report recommendations . Develop a marketing and communications plan for parks and recreation to enhance community awareness of the facilities and programs. Municipality of North Perth: Master Fire Planning Process Draft Action Report (2007)
. Hire a training director or deputy to ensure consistent training of staff. . Engage the public with more education campaigns. No timeline attached to . Ensure consistent protection and coverage across the Municipality. report recommendations . Enhance local infrastructure and equipment to ensure community capacity for fire protection. Municipality of North Perth: Listowel Greenway Master Plan (2009)
. Develop a way-finding plan to ensure the development of easily navigable trails. No timeline attached to . Create a tree inventory and management plan to manage tree diversity. report recommendations . Undertake necessary parks improvements (garbage cans, paths, lighting).
In reviewing this table, it is evident that there are a significant number of similar recommendations and actions brought forward by the various municipalities and the County, echoing the same issues. Many of the recommendations across the county are intended to be acted on in the short term. However, given the immense number of high priority recommendations and the current level of staffing in the County to act on these recommendations, greater consideration to short, medium and long term priorities should be considered. On the whole, the County would benefit from a better understanding of the short, medium and long term priorities of each department, and of the member municipalities particularly where they share responsibility with the implementation of these plans.
10 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
3 Community Assets There are a number of facilities, programs and services offered by the community organizations, the County, and the member municipalities that play a critical role in the everyday lives of residents. These community assets contribute to making Perth County an attractive and healthy place to live and work. This section aims to identify some of the key County/municipality-owned, County/municipality-maintained and non-municipal owned facilities, programs, services, businesses and community organizations that are considered assets in the community. This list is not intended to be exhaustive, but to provide insight into the key strengths of the community. In reviewing community assets, the Municipality and County websites, their respective service guides, any print marketing material and brochures were used.
FIGURE 3.1: COMMUNITY ASSET DESCRIPTION
Community Asset Description County or Municipally Owned Non-municipal ownership
. Listowel Arena X . Listowel Kinsmen Pool: public outdoor swimming pool offering instruction and free swims X June-Aug
. Elma-Logan Community Centre: community centre and meeting hall. Elma-Logan Recreational Complex: facility offers indoor skating and hockey arena as well . X as tennis courts, baseball diamonds. Arena hosts hockey for all ages, figure skating and curling.
. Wallace Community Centre X . Wallace Arena
. Memorial Skateboard Park X
11 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Community Asset Description County or Municipally Owned Non-municipal ownership Community Parks . Davidson Park; includes a ball field. Memorial Park; includes the John Bell Baseball diamonds, Skateboard Park and the . X Kinsmen Outdoor Pool. . Jackson Park; includes ball field . Trowbridge Park; includes ball field
. Perth Meadows – A long term care home X
. Caressant Care Nursing and Retirement Homes - A long term care home X
. Country Rose Retirement Home - A long term care home X
. Countryview Retirement Residence - A long term care home X
. Maitland Terrace - A long term care home X
12 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
4 Our Current State 4.1 Community Profile
This section examines the following Perth County characteristics in comparison to each of the local municipalities and the Province of Ontario
. Population growth . Age structure . Family Income . Educational Attainment. This profile includes Statistics Canada data from 2001, 2006 and updated 2009 demographic data which was used as part of the County of Perth Economic Development Strategy and Action Plan 2010-2014 and Labour Market Analysis reports.
4.1.1 Population Growth
The County of Perth’s 2011 population was 37,571, which was a small increase from the 2006 population. The municipality that is driving much of the population increase is North Perth (3.1%). It is estimated that the population in the county will increase to 41,214 by 2021, an increase of 9.7% over the 10-year time period at an average annual rate of increase at 1.0%. In comparison, Perth County’s population is growing at a higher rate that St. Marys (0.6%), but at a lower rate than Stratford (1.2%).
FIGURE 4.1: COMPARATIVE POPULATION GROWTH, 2006-2011
Municipality 2006 2011 2006 - 2011 % Change West Perth 8,839 8,919 0.9% Perth East 11,986 12,028 0.4% North Perth 12,254 12,631 3.1% Perth South 4,132 3,993 -3.4% Perth County 37,211 37,571 1.0% St. Marys 6,617 6,655 0.6% Stratford 30,516 30,886 1.2% Source: Statistics Canada, Census, 2006, 2012 and Perth County Official Plan, 2008.
13 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
4.1.2 Age Structure
The age structure for the County of Perth has shifted slightly from 2006 to 2009. The largest segment of the population is the 20-44 years of age (11,657 in 2009) followed by the population under the age of 20 years of age (10,573 in 2009)). The only proportion of the population that has grown is the population over the age of 65 (5,243 in 2009 from 5,120 in 2006). Comparatively, age groups in St. Marys and Stratford have increased in population.
FIGURE 4.2: AGE STRUCTURE, 2006 AND 2009
Source: Statistics Canada, Census 2006 and Perth County, Town of St. Marys and City of Stratford Labour Market Analysis, 2010 using data from Manifold Data Mining Inc.
4.1.3 Household Income
Average income rates provide important information about the wealth generated or retained by the local population. High income rates suggest a high level of disposable income, which in turn could mean that there is a large affluent population. The following figure identifies the 2005 household income rate for Perth County’s local municipalities. The municipality
14 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
with the highest average household income was the Township of Perth South at $80,063. This was the only municipality with a higher index (103) than the Province of Ontario. The remaining three municipalities had an average household income considerably lower (10% or more) than the Province of Ontario. St. Marys and Stratford has lower average household incomes of $65,818 and $65,046 respectively. Assuming a modest 1.5% annual increase in household income in these municipalities since 2005, the average household incomes in Perth County could climb to a range from $73,177 in North Perth to $87,544 in Perth South by 2011.
FIGURE 4.3: HOUSEHOLD INCOME, 2005
Source: Statistics Canada, Census 2006.
4.1.4 Education
The County of Perth, Town of St. Marys and City of Stratford Labour Market Analysis states that the level of educational attainment in a municipality can be used as a general indicator of the capacity for innovation in a local
15 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
population. Further, educational attainment is often seen as a contributor factor to the quality of the ‘human capital’ of a municipality or the accumulation of skills and talents which manifests itself in the educated and skilled workforce. In 2006, less than half (45.3%) of the county’s population 25 to 64 years of age had attained some form of post-secondary education, which was lower than St. Marys (52.2%) and Stratford (53.6%) and significantly lower than the Province of Ontario (61.6%). The population base in Perth County was more inclined to attain college education (22.7%) than university education (11.7%), which may reflect the historic importance of the region’s agriculture and manufacturing sectors. The regional working age population base that had attained an apprenticeship (10.8%) was also larger in comparison to the Province of Ontario (8.8%). The region benefits from being located within 75 kilometres from at least one of the following postsecondary institutions: Conestoga College (Kitchener main campus); Fanshawe College (London main campus); the University of Waterloo (Waterloo and Stratford); Wilfrid Laurier University (Waterloo); University of Guelph; and Western University (London). The proximity to these schools helps make post-secondary education more accessible for the population and enables the attraction of a workforce with higher education attainment levels.
FIGURE 4.4: EDUCATIONAL ATTAINMENT PROFILE, 2006
Source: Statistics Canada, Census 2006.
16 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
4.1.5 Summary of Demographic Profile
The County’s has experienced a slow population increase over the previous five years. Slow population growth is expected to continue through to 2021. Based on population estimates, the proportion of Perth County’s population that is expected to grow is among those 65 years and older. Residents in Perth South tend to be more affluent on average than the other Perth County municipalities, which suggest a higher level of disposable income among residents in this part of the county. Finally, the Perth County working age population is more inclined to have a college diploma or an apprenticeship or trade certificate. The proximity to several colleges and universities in the broader region facilitates an environment for the local population to access education and attract skilled workers.
4.2 Competitive Analysis
This section of the report examines the resident labour force and employment by industry, occupational classifications and commuting flows for the local municipalities. Then, recognizing the priority areas identified in the Perth County economic development strategy, which are “Lone Eagles”, Value Added Agriculture, Green and Technology Based Manufacturing, Arts, Culture and Tourism, and Main Street Commercial, particular attention is given to the local municipality’s capacity for developing these priority sectors.
4.2.1 Labour Force Flow Pattern
While the size and growth of the local labour force is an asset to the community, consideration must be given to the degree to which a community sees an outflow or inflow of its labour force. The degree of outflow may represent an opportunity to capture or retain employment in the community. It is also an indication of the strength of the community in generating local employment opportunities. In 2006, there was a significant outflow of the resident labour force in three of the four local municipalities. As indicated on the following figure, the municipality with the highest level of net exporting of labour (i.e. jobs in the community less the resident labour force) is the Township of Perth East (-3,520 jobs) followed by the Municipality of West Perth (-1,675 jobs). There is also sizable outflow in the Township of Perth South (-1,370 jobs). The Municipality of North Perth was the only community that had more jobs than the resident labour force, which was largely driven by its manufacturing industry. This net importing of labour to fill jobs in the manufacturing industry may have changed since the closure of Campbell’s Soup
17 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Company in Listowel and the loss of approximately 500 jobs at this facility. In 2010, the food processing plant reopened under new owners - Erie Meat Products. These owners intend on creating 500 new jobs within four years.1 Erie Meats currently employs approximately 250 people. Listowel has also attracted several new small-medium sized new businesses in recent years. The Town of St. Marys and the City of Stratford are both net importers of labour of 870 jobs and 2,930 jobs respectively, which indicates that they serve as regional employment centres.
FIGURE 4.5: LABOUR FLOW ANALYSIS, LABOUR FORCE 15 YEARS AND OVER, PERTH COUNTY LOCAL MUNICIPALITIES, 2006
Source: Statistics Canada, Census 2006.
4.2.2 Commuting Flows by Place of Work
Having considered the range of employment that is exported, or leaving, Perth County communities daily, a further consideration is where the resident labour force is travelling for employment. The table that follows illustrates the place of work data by census subdivision for the employed labour force 15 years and older by usual place of work. Commuting flows results indicate that much of the resident labour force is employed in jobs in the local and regional economy. In West Perth, nearly half (46.8%) of the resident labour force are employed within the municipality and a further 22.1% are
1 The Toronto Star, http://www.thestar.com/news/ontario/article/778750--listowel-to-get-wiener-plant, Friday, March 12th, 2010.
18 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
employed in jobs in Stratford. In Perth East, over one-third (35.4%) of the resident labour force are employed in local jobs and nearly one-quarter (23.1%) are employed in jobs in nearby Stratford. The remaining resident labour force (41.5%) is employed in communities across southwestern Ontario (e.g. Kitchener, Waterloo, other rural communities). The Municipality of North Perth has a strong live-work balance, where nearly two-thirds (64.3%) of the resident labour force were employed in jobs within their municipality. The remaining one-third are employed in jobs in nearby rural communities, but as far as Kitchener, Guelph, Toronto and London. Residents of Perth South also have a strong live-work balance since many were employed in the cities of Stratford (28.1%) and St. Marys (19.7%), within their own community (23.7%) or nearby rural communities. FIGURES 4.6-4.9: COMMUTING FLOWS, PERTH COUNTY MUNICIPALITIES AS A PLACE OF RESIDENCE, 2006
Municipality of North Perth
19 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Municipality of West Perth
Municipality of Perth East
20 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Municipality of Perth South
Note: Statistics Canada suppresses commuting data when the commuting flow is below 20 people. Census subdivisions that receive fewer than 20 residents from local municipalities are not included. Source: Statistics Canada, 2006.
4.2.3 Labour Force by Occupation
The County of Perth, Town of St. Marys and City of Stratford Labour Market Analysis Study examined the labour force by occupations as it relates to creative class industries versus service-based, working and agricultural class industries. This section explores labour force by occupation for these industries. The methodology is outlined in the labour market analysis report and reapplied to the local municipalities. The following figure shows the percentage of workers in each occupation class for Perth County, the local municipalities and the Province of Ontario. In terms of creative occupations, Perth County (18.6%) and each of the member municipalities (ranging from 17.6% to 20.5%) trail Stratford (28.6%), St. Marys (25.6%) and the Province of Ontario (34.7%). There are much higher percentages among Perth County municipalities for the working class which range from 27.0% (Perth South) to 35.0% (North Perth) compared to the Province (22.1%) and the agricultural class which range from 11.7% (North Perth) to 19.1% (Perth South) compared to St. Marys, Stratford and the Province. These results are due to the county’s heavy concentrations in trades, processing and primary industry occupations. The Martin Prosperity Institute’s research indicates that creative occupations are generally higher paying. The county and member municipalities are at a risk of falling behind the rest of the province with respect to income levels, wealth generation and innovation. Despite these trends, community stakeholders have identified examples of innovation, wealth and creativity that are strongly tied to agriculture in this community. The county has a high prevalence of innovation and creativity embedded in a sector that is classified as “agricultural” class and community members have won awards from the Premiers Awards for Innovation.
21 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
FIGURE 4.10: OCCUPATION CLASS, 2006
Source: Statistics Canada, Census of Population, 2006 using the University of Toronto’s Martin Prosperity Institute classification
The following figure highlights the creative occupations in more detail by member municipality. People engaged in creative occupations total approximately 4,020. The communities with larger numbers of creative occupations are North Perth (1,205 residents) and Perth East (1,370 residents). Creative occupations are relatively low across all classifications. Given the generally higher wages, specialized skills and innovative capabilities of these individuals, the size and growth of this class of worker has substantial implications for the county and member municipalities’ corporate strategies. The local decision makers will need to retain and grow a population base to sustain the municipality. The county’s assets that could
22 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
attract and retain these workers could include proximity to performing arts amenities in Stratford and proximity to post- secondary institutions. Comparatively, Stratford has more creative class occupations than all of the Perth County municipalities at 4,865.
FIGURE 4.11: CREATIVE CLASS OCCUPATIONS, 2006
Source: Statistics Canada, Census of Population, 2006 using the University of Toronto’s Martin Prosperity Institute classification.
In 2006, the resident labour force engaged in service based occupations accounted to approximately 6,780 people. Again, much of the resident labour is located in Perth East (2,045) and North Perth (2,280). These types of occupations typically offer lower paying salaries and wages. Nearly one-half (48.3%) of these occupations are clerical (1,675) or sales and service (1,600). The total number of people engaged in Perth County’s service class is very close in size to Stratford’s total number of 6,765.
23 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
FIGURE 4.12: SERVICE CLASS OCCUPATIONS, 2006
Source: Statistics Canada, Census of Population, 2006 using the University of Toronto’s Martin Prosperity Institute classification. Note: Sales and service occupations, n.e.c. includes hairstylists, funeral directors, cleaners, butchers, food service attendants, service station attendants, dry cleaning occupations, etc.
Residents in the working class labour force represent the largest type of labour in the county with 7,120 people occupying these types of jobs. North Perth and Perth East continue to have the largest residential labour force base with 2,460 and 2,215 people respectively. The largest occupational groups were transportation equipment operators (1,120), machine operators in manufacturing (955), labourers in processing, manufacturing and utilities (740) and assemblers in manufacturing (725). The large size of this occupational group suggests a high level of importance of this type of work to the local economy. Stratford’s working class of 4,865 people is comparatively smaller than Perth County’s at 7,120 people. The larger working class occupations are assemblers in manufacturing (1,090 people) and machine operators in manufacturing (825 people). These results are a reflection of the city’s manufacturing industry.
24 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
FIGURE 4.13: WORKING CLASS OCCUPATIONS, 2006
Source: Statistics Canada, Census of Population, 2006 using the University of Toronto’s Martin Prosperity Institute classification.
There is a sizable base of the resident labour force engaged in agricultural occupations at 3,410 people. The community with the largest base is Perth East at 1,265 people. Both West Perth and North Perth have a similar number of residents engaged in agricultural occupations. However, the number of people employed in agricultural class occupations has trended downward in the county and province. Both St. Marys and Stratford have fewer people engaged in this type of development at 85 and 170 respectively.
FIGURE 4.14: AGRICULTURAL CLASS OCCUPATIONS, 2006
Source: Statistics Canada, Census of Population, 2006 using the University of Toronto’s Martin Prosperity Institute classification.
4.2.4 Regional Location Quotients
A location quotient (LQ) analysis was used in the Perth, St. Marys and Stratford Economic Development Strategy and Action Plan to determine the level and degree of industry specialization. LQs are a commonly used tool in local/regional economic analysis. They assess the concentration of economic activities within a smaller area relative to the overarching region in which it resides. For the purpose of the Perth County and local municipality strategic planning exercise, LQs were calculated relative to the province of Ontario.
25 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
To analyze the results displayed in the tables below, a location quotient greater than 1.0 for a given sector indicates a local concentration of economic activity as compared to the overarching region (in this case Ontario) and may be an indication of competitive advantage with respect to the attraction of that industry sector. Location quotients equal to 1.0 for a given sector suggest that the study area has the same concentration of economic activity as the overarching region. Finally, a location quotient of less than 1.0 suggests that the community does not have a strong competitive advantage in that sector. In theory, an industrial or business concentration that is greater than the overarching regional average may also represent the export base of the participating municipality (both in terms of products or services). Businesses that make up this export base may have chosen to locate in the community due to certain local or regional competitive advantages. These competitive advantages can be used to attract additional investment, in the same or complementary industries. The industry concentration in the member municipalities relative to Ontario are provided in the following table. The very high LQ in each of the member municipalities is a clear indication of the strength and importance of this industry in the county. Two other industries that were consistently in the high range (in excess of 1.25, but lower than 2.00) were manufacturing and construction. Two industries that are driving the high labour force concentrations are food processing and rubber product manufacturing. There is labour force concentration in Perth South for arts, entertainment and recreation. This is driven by the proximity to the Stratford Shakespeare Festival.
FIGURE 4.15: PERTH COUNTY MEMBER MUNICIPALITIES LABOUR FORCE LOCATION QUOTIENTS, 2006
LQ Classification West Perth Perth East North Perth Perth South St. Marys Stratford
Very High . Agriculture (10.40) . Agriculture (11.68) . Agriculture (7.49) . Agriculture (11.84) . Arts, entertainment and recreation (2.08)
High . Manufacturing (1.50) . Construction (1.65) . Manufacturing (1.77) . Arts, entertainment . Wholesale trade . Manufacturing (1.74) . Construction (1.34) . Mining (1.49) and recreation (1.51) (1.98) . Accommodation and . Agriculture (1.73) feed services (1.40) . Manufacturing (1.71) . Other services (1.33) . Health care and social assistance (1.27)
26 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
LQ Classification West Perth Perth East North Perth Perth South St. Marys Stratford
Average . Transportation & . Manufacturing (1.20) . Construction (1.24) . Construction (1.22) . Arts, entertainment . Health care and warehousing (1.17) . Wholesale trade . Transportation & . Manufacturing (1.16) and recreation (1.17) social assistance . Other services (1.07) (1.19) warehousing (1.18) . Health care and (1.08) . Wholesale trade . Transportation & . Wholesale trade social assistance . Retail trade (1.07) (1.05) warehousing (1.15) (1.16) (1.16) . Accommodation and . Wholesale trade food services (1.06) (1.12) Source: Statistics Canada, REDDI, 2006.
The following figure provides further regional economic analysis for the performance of the member municipalities’ employment base. Agriculture is a dominant employment industry. Despite declining employment growth in this industry in Perth County and Ontario, any further municipal strategic planning efforts need to include consultation with and a defined role for the agriculture and farming community. Similar to the resident labour force, the employment base had high location quotients in manufacturing (e.g. West Perth and North Perth) and construction (e.g. West Perth, Perth East and Perth South). Food processing and rubber products manufacturing are the clear drivers of the high manufacturing employment LQs.
FIGURE 4.16: PERTH COUNTY MEMBER MUNICIPALITIES EMPLOYMENT LOCATION QUOTIENTS, 2006
LQ Classification West Perth Perth East North Perth Perth South St. Marys Stratford
Very High . Agriculture (13.70) . Agriculture (19.30) . Agriculture (8.24) . Agriculture (21.57) . Wholesale trade . Arts, entertainment (2.43) and recreation (2.03) . Agriculture (2.41) . Manufacturing (2.40) High . Manufacturing (1.60) . Construction (3.06) . Manufacturing (2.01) . Construction (4.33) . . Manufacturing (1.97) . Construction (1.41) . Wholesale trade . Mining (1.91) . Transportation & . Health care and (1.34) . warehousing (2.88) social assistance . Other services (1.32) (1.26)
27 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
LQ Classification West Perth Perth East North Perth Perth South St. Marys Stratford
Average . Wholesale trade . . Wholesale trade . Educational services . Other services (1.05) . Accommodation and (1.14) (1.24) (1.21) food services (1.23) . Transportation & . Other services (1.01) . Retail trade (1.02) warehousing (1.13) . Other services (1.05)
Source: Statistics Canada, REDDI, 2006.
4.2.5 Perth County’s Economic Target Sectors
The Perth, St. Marys and Stratford Economic Development Strategy and Action Plan describes the thought process for facilitating economic development and the initiatives that must increase the total wealth within a community. The report describes the two main ways to do generate additional wealth; which are: . Export development – initiatives that bring new money into the community and . Import substitution – initiatives that keep money in the community. The recommended directions for economic growth outlined in the plan are: . “Lone Eagles”. . Value Added Agriculture . Green and Technology Based Manufacturing . Arts, Culture and Tourism and . Main Street Commercial Development. This section of the report will further explore these target sectors in the member municipalities, which can potentially shape the municipalities in the years to come.
“Lone Eagles” Lone Eagles in the County’s Strategy and Action Plan are described as knowledge workers with highly transportable skills, such as writers, analysts, artists, accountants, trades people, sales professionals and other advisors. A full description is provided in the report. There are many benefits to a strong Lone Eagle presence in the community, which include:
28 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
. A minimal dependence on local infrastructure but strong reliance on technology and connectivity . They can potentially grow into five, 10 or 15 person operations . Spouses and/or children of the Lone Eagles can add to the local labour force and . Business leaders attract other business leaders and serve as ambassadors for new investment. The following figure depicts the business establishments that are classified as having no employees (the best available approximation for Lone Eagles) by local municipality. The establishments in the ‘no employees’ category include the self- employed and cottage industries (i.e. those who do not maintain an employee payroll, but may have a workforce consisting of contracted workers, family members or business owners). Overall, there was strong growth in the number of establishments with no employees. A total of 206 (+9.4% growth) new business establishments were added to the county’s economy over the six year time period. For the County to support further development of this sector of the economy they will be required to provide broadband infrastructure and more sophisticated amenities (e.g. restaurants etc). This economic sector continues to be attracted to the nearby communities of Stratford and St. Marys. Self-employed skilled trades or professionals that serve a local market may be more attracted to rural areas. Interestingly, a larger driver of business growth in the Lone Eagles sector was from the agriculture community.
FIGURE 4.17: EMPLOYEE BUSINESS GROWTH FOR PERTH COUNTY MEMBER MUNICIPALITIES, 2003-2009
Source: Statistics Canada, Canadian Business Patterns, 2003 & 2009 Note: User are cautioned that business establishment locations can fluctuate considerably from one period to the next at a local municipal subdivision level since Statistics Canada changes these local boundaries when business locations are recording
29 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Value Added Agriculture The value added agriculture sector included large farm operators, mid-sized and small farm operators and food processing companies. Large farm operators were defined in the County’s Economic Development Strategy and Action Plan as having several hundred head of animals or acres of crops and contracts with intermediaries or with large processing facilities. Mid-sized and small farm operators provide more value added agricultural products. The speciality food sector is serving a growing consumer market and there are a growing number of entrepreneurial firms serving unique specialty markets. Perth County communities benefit from the area’s proximity to a large population base in the Greater Golden Horseshoe and the growing immigrant communities. As the following figure illustrates, the value-added agriculture sector is dominated by businesses in animal production (i.e. cattle, dairy, hog and chicken farming) and to a lesser extent crop production (i.e. oilseed and grain farming). There was an increase in food manufacturing establishments from 25 in 2003 to 29 in 2009. These food manufacturing establishments were primarily animal food and dairy product processors. The County’s Economic Development Strategy references opportunities to embark on value-added operations such as the production of specialty produce, specialty foods, food processing, genetics research, and bio-materials, bio-products or renewable energy markets.
FIGURE 4.18: VALUE ADDED AGRICULTURE FOR PERTH COUNTY, 2003 TO 2009
Source: Statistics Canada, Canadian Business Patterns, 2003 & 2009
30 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
In terms of the size of value added agriculture businesses, many are small with 1-4 or 5-9 employees. The following figure illustrates the importance of small business in the industry’s vitality. In fact, these small businesses were the only ones to have increased in the number of establishments from 2003 to 2009.
FIGURE 4.19: VALUE ADDED AGRICULTURE, PERTH COUNTY, EMPLOYEE SIZE, 2003 TO 2009
Source: Statistics Canada, Canadian Business Patterns, 2003 & 2009
Green and Technology Based Manufacturing The green and technology based manufacturing sector covers a range of activities including electricity generation, waste and sewage treatment, fabricated metal product manufacturing and transportation equipment manufacturing. The following figure illustrates Perth County’s sector composition. In 2003, there were 82 businesses in this sector. By 2009, this sector grew by 85 businesses (+3). This slow growth trend indicates that the sector has experienced stagnating growth. Industries that have grown by the largest numbers include machinery (+5) and fabricated metal product (+4) manufacturing. Business trends in this sector in St. Marys and Stratford are very similar to Perth County and also show stagnating growth.
31 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
FIGURE 4.20: GREEN AND TECHNOLOGY BASED MANUFACTURING, PERTH COUNTY, 2003 AND 2009
Source: Statistics Canada, Canadian Business Patterns, 2003 & 2009.
Of the 85 businesses in this sector, nearly half (41 or 48.2%) of them are located in Perth East. Thirty of these businesses are located in North Perth and the remainder (14) are located in West Perth. The numbers of businesses in manufacturing are relatively small in comparison to larger communities or cities such as Cambridge, Kitchener or London. The County’s Economic Development Strategy states key components for a successful manufacturing sector. They are: . Strong technology associations to promote and foster networks that generate entrepreneurship and company alliances . Presence of original equipment manufacturers (OEMs) and small to mid-tier companies including related activities in research, design, manufacturing, product testing, sales and operations . Transportation (air, sea and highway) and telecommunications infrastructure for the supply chain . Demonstrated ability to attract private and public dollars for research and spawn new companies, including funding from government contracts and grants to provide dollars for jobs, manufacturing, R&D and facilities and . Post-secondary academic institutions with established communication channels to industry for the development of curricula and training programs to upgrade workforce skills.
32 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
The County strategy also explores the growth of the alternative energy manufacturing sector and Ontario’s Green Energy Act. This Act is intended to help make the Province a North American destination for investment in wind power, solar PV, biofuel and fuel cell technologies. The primary potential in the county related to manufacturing is to continue to attract industry tied to agriculture – bio- products, farm related (equipment, fertilizers etc), food processing, machining, metal fabrication, In particular the opportunities in the green manufacturing sector in Perth lie in bio-crops, biomass and bio-gas.
Arts, Culture and Tourism The arts, culture and tourism sector is largely comprised of the following industries. . Publishing industries . Motion picture and sound recording industries . Performing arts, spectator sports and related industries . Heritage institutions . Amusement, gambling and recreation industries . Accommodation services and . Food services and drinking places. The following figure identifies the number of business establishments in Perth County by specific industry. In 2003, there were 90 businesses in this sector and over one-half (48) of the businesses were in the food services industry. There were also 15 businesses in the performing arts, spectator sports industry and 13 businesses in accommodation services industry. By 2009, the number of businesses in this sector declined to 82 (-8.9%). The only industry to report a strong increase was the amusement, gambling and recreation industry with an additional 11 businesses. St. Marys and Stratford’s arts, culture and tourism sector has largely remained unchanged in terms of the net number of new businesses operating from 2003 to 2009. The County’s strategy recommends the need to add tourism product offerings and a better sector integration with Stratford’s Shakespearean Festival and larger arts, culture and tourism sector. In the county the greatest potential lies in drawing people that come to the Festival out to experience unique aspects of rural communities. Opportunities lie in themed daytrips or packaged tour destinations. Unique features the county offers include: culinary tourism; Mennonite culture; trails(e.g. Mitchell Wetlands, North Perth Cycling); Milverton Rodeo; special events (e.g. Paddyfest, Cornfest); heritage buildings; crafts and artisans; downtowns; and the Wildwood Conservation Area (for sailing, boating, camping, mountain biking, and hiking/skiing). Perth County has been active in promoting the Buy Local Buy Fresh, program farmers markets and farm gate sales. Future promotion opportunities lie in partnership arrangements with the regional tourism organization (RTO4).
33 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
FIGURE 4.21: ARTS, CULTURE AND TOURISM SECTOR, PERTH COUNTY, 2003 AND 2009
Source: Statistics Canada, Canadian Business Patterns, 2003 and 2009
Main Street Commercial Development Perth County’s Main Streets (e.g. Mitchell, Listowel, Milverton, etc.) represent the centres of commercial activity and the ‘heart’ of each rural community. The quality of this community environment indicates the municipality or township’s interest and investment in making the area an attractive place for private sector business investment.
4.2.6 Summary of Competitive Analysis
The county’s labour force analysis revealed that three of the four member municipalities are net exporters of labour. North Perth was the only municipality that drew more people into the community to fill local jobs. Many of the people who reside in Perth County are employed in local jobs in the Perth County or neighbouring communities such as Stratford and St. Marys. Other places where residents are employed include London, Kitchener and Waterloo. These findings indicate a relatively healthy live-work balance in the communities. There is a large component of the labour force engaged in working class or serviced based class occupations. Creative occupations typically are higher paying, but the proportions of people engaged in these types of occupation across the member municipalities are much lower than the Province of Ontario. Agricultural class occupations are larger in
34 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
comparison to the province of Ontario’s average. These results indicate a risk of falling behind the rest of the province with respect to income levels, wealth generation and innovation. Perth County has a clear industry concentration in agriculture as demonstrated by the very high LQs generated by municipality for both the resident labour force and jobs. LQs were also high for the manufacturing and construction industries. An assessment of past studies, data, and consultation, recommended future directions for economic growth in Perth County are: . Lone Eagles - This sector requires minimal dependence on local infrastructure and the size of their businesses can potentially grow into larger operations. . Value added agriculture - There are opportunities to embark on producing specialty foods, pork processing and producing bio-materials for the renewable energy markets. . Green and technology based manufacturing – Although this sector of the economy has experienced stagnating growth, there are business opportunities in alternative energy manufacturing products. . Arts, culture and tourism – There is a continued need to add tourism product offerings and better integrate these offerings with Stratford’s Shakespearean Festival and larger regional sector. . Main street commercial development – These main streets represent the heart of each rural community and require municipal or township investment in making them attractive places for private sector business investment.
35 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
5 Community Engagement 5.1 Community Conversations
In all, four major themes have emerged from the community conversations: 1. Population Attraction and Retention 2. Partnerships And Collaboration in Service Delivery and Governance 3. Attract and Retain Local Businesses 4. Build on the Agricultural Heritage and Strengths
The opinions and comments collected during the community engagement are the opinions of the participants and have not been validated as reflecting fact.
Theme 1: Population Attraction and Retention The feedback from the community engagement suggested that the decline in population and the ageing demographic is one of the most significant ways in which the community is changing. Participants in all the community sessions indicated a desire to have a more stable population with: . Growth across all age groups; . Increased youth retention; and . Increased immigrant attraction. While the region’s population is low year to year, respondents also pointed to a declining rural population and an increasing settlement rate in the county’s urban centres. This trend seems to be largely caused by an ageing farming population and an increasing farm size. For some municipalities, such as Perth South, a lack of an urban centre has led to a population decline as the rural population moves to the nearby separated Town of St. Marys, while others, such as Perth North, have seen an increased population growth causing rising home prices in the Town of Listowel. Youth engagement and retention was seen as a key piece to achieving this vision for the community, with a noted lack of current services geared towards youth, and a lack of post-secondary education opportunities in the community. The K-12 education institutions are seen as an asset that could be developed more to support students and engage them in their community.
36 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Immigration was also mentioned repeatedly as an important tool for dealing with the county’s slow growth, although most respondents felt that the community was not attractive at this time for immigrants. This was largely due to a lack of services and a perception that the community is not welcoming to new immigrants. Public education about immigration and better branding of the county as a welcoming community were mentioned as priorities in order to achieve this vision. For all municipalities, housing was an issue, with concerns regarding the affordability and variety of available properties being seen as two major issues to attracting new residents. This was echoed in the community survey, where affordable housing was mentioned by several respondents as a priority in achieving their vision.
Theme 2: Partnerships and Collaboration in Service Delivery and Governance The participants suggested that partnerships and collaboration between the County and the member municipalities needed to be strengthened. The sentiment was that in the next decade, there would be some sort of governance or service-delivery model change in each of the communities; either through amalgamation, increased partnerships, or harmonized policies. The sentiment in the community refers to the lack of harmony, especially in the area of planning; between the upper and lower tier of government. This will need to be improved. This sentiment was echoed in the community survey responses (addressed in the following section), with respondents questioning the current governance structure, citing duplication and a lack of representation for certain communities, while others were unsure of the benefits of amalgamation or collaboration on service delivery. Stronger partnerships between the County and surrounding communities rated very important by respondents. Most respondents also saw the delivery of most major services, such as roads maintenance, medical services, planning and development, as a partnership between the County and the local municipality.
Theme 3: Attract and Retain Local Businesses One of the most significant points of discussion was the need to support existing businesses and attract new businesses to the county. Most respondents felt that businesses were unaware of the opportunities in the region, and that a lack of serviced land was limiting certain kinds of business development. When asked about the types of businesses that can be successful in the community, it was generally felt that there was a need to strategically look at businesses that fit in with the character of the county to try to attract or grow those types of businesses. Agricultural development, as well as agri-business and food processing opportunities were seen to be the largest opportunity. Tourism, specifically capitalizing on the large number of visitors to the Stratford area, was also seen as a key sector for potential development. Many residents expressed concern over the ageing professional service providers, such as lawyers, doctors and accountants in areas such as Listowel, and how to ensure that there are new professionals to take their place.
37 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
When the community was asked where business opportunities should be pursued, two different answers were given. A large number of community respondents suggested that business development activities should be concentrated in the downtowns and around the urban centres such as Listowel, Milverton and Mitchell, in order to protect prime agricultural land. The agribusiness development and agricultural production was seen as having strong potential across the county.
Theme 4: Build on the county’s Agricultural Heritage and Strengths The county’s agricultural land and rich agricultural heritage came up repeatedly in the discussions as something to be protected, valued, and capitalized on. The land base was deemed an asset and a major characteristic of the county, with farms that range from large scale livestock operations to small scale, niche markets serving the organic and local food demand. Farmers were consistently perceived as the county’s largest group of entrepreneurs, characterized by participants as hard working and motivated. Agribusiness supply and service was mentioned as a key opportunity for growth. Participants saw the agricultural sector in Perth County remaining and continuing to be a major driver of employment and economic prosperity for the community. However, they pointed to several issues related to planning, including the inability to sever farmhouses from farming properties as a problem in some municipalities. There appeared to be two views on planning regulations and agriculture, the first being that the regulations are too lax and allowing increased residential development on prime agricultural land should not be pursued; and the second that regulations are too strict, not allowing for severances or farms under a certain size, which hurts certain farm groups and populations, such as the Mennonite population in Perth East. Participants in the community sessions outlined several ways in which the agricultural sector could be further supported. The sector is seen as having a high potential for innovation, and that the County should support this potential by marketing the region as an agricultural hub, developing local sales opportunities for local products, such as a hub or market, and connecting farmers to other levels of government who can assist them in securing export markets. There is also a great deal of innovation occurring on farms that could be further supported by the Perth County.
5.1.1 The Community’s Vision and Priorities
During the community conversations participants provided input as to their vision for the County of Perth and its member municipalities over the next 10 years. The most frequently cited responses included the following: . The promotion of our small town culture with urban amenities. . Preservation of our rural and agricultural lifestyle.
38 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
. To have vibrant towns and main streets where people will come back to and people who live in the community don’t have to travel outside to access the goods and services they need. . A place where the population is engaged, growing, and vibrant. . Access to a strong set of diverse services and employment. When priorities for the next five years were discussed, the participants suggested the following five priorities: 1. Continue to improve collaboration in governance and service delivery 2. Develop population attraction and retention strategies and tools 3. Increase the amount of development ready land and support local businesses 4. Support our volunteers and not for profit groups 5. Make infrastructure improvements on local roads
The development of family activities, recreation and a desire for the county to differentiate itself from Stratford were also mentioned, but to a lesser degree.
5.2 Online Survey Results
The Perth County Community Engagement Survey was successful in gathering 359 survey responses, 81 of these responses were from residents of North Perth. The survey was available online for residents to share their thoughts and help inform the consulting team of key community directions. These collected statements are personal opinions and have not been verified for their factuality. Within the survey, demographic traits, occupation, commuter data and ideas for the vision of the future of their community and the county as a whole were collected. This report focuses on the responses of North Perth residents. The report shows strong support for business attraction and downtown development programs, although North Perth still values the rural lifestyle and would like to see the development of agricultural business. Liveability and neighbourhood feeling of the community is mentioned frequently as priorities to be maintained.
39 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
5.2.1 Resident Profile Section
Which community do you work in? More than 60% of those surveyed who live in North Perth also work in North Perth.
How old are the participants? Over a third of those surveyed are between the ages of 46 and 55. If the age groups between the ages of 26 and 45 are also combined, they also make up a third of those surveyed. This means that the majority of the people who took part in the survey are below the age of 55. How long have you lived in your community? The majority of those surveyed; 56% reported that they have lived in the community for more than 15 years. The municipal level results are very consistent with the County level.
40 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Are you responding as a business owner in your community of residence? The majority of those who completed the survey own a business in the community in which they live. The number of people who completed the survey who do not own a business is close to the number of those who do own a business.
If applicable, what type of business do you own or operate? Nearly half of those business owners who responded to the survey reported that their business did not fit into the categories presented, and represent a wide variety of home based businesses and consulting services. Of the people surveyed, 20% own a retail business and 13% own an agricultural business. This is a lower level of agricultural business ownership than was reported at the county level.
41 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
5.2.2 Local Community Questions
The local community questions section asked for information specific to the Municipality of North Perth. What makes your local community a unique place to live or work? The survey responses mentioned the following themes when describing the unique qualities of the Municipality of North Perth: . North Perth is a small town with a strong sense of community, where people know their neighbours, and feel safe. . North Perth is very liveable, with many necessary amenities, activities and services found within the community . The people of North Perth, their friendliness and likeability, are what make it unique. What words best describe your community? The words that residents of the Municipality of North Perth use to describe their community are: . Friendly . Caring . Clean . Safe . Quiet What is your vision for your local community? The residents of North Perth who responded to the survey shared their vision for the future of the community. Some of the themes in the comments are as follows: . Keep the small town feeling, keep our community rural . A growing community . Support local businesses through local shopping and attract new small business . Develop more industry in the community . A more unified community What are the top 3 priorities for your local community for achieving this vision? . Economy: Increase local shopping, introduce events and promote the area, attract new retailers and restaurants, support farming businesses and reduce the cost of new developments . Community Amenities: Recreational opportunities, preserving community heritage, arts, culture and events . Community Engagement: Leadership and political will for change, more communication between council and the community, work together to build community
42 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
What are the barriers to achieving these three priorities? . Budget Constraints: The community is sensitive to the budget implication of the visions that they imagine. The cost of managing the community, the potential costs of projects, increasing costs of new developments, the potential expenses of marketing. All of these discussions need to take place in the context of the funds available. . Municipal Government: There are many expectation of the municipal government; balanced judgement, agreement on a direction for the community, and political will to see projects through to fruition are critical to realize a new vision for the community. . Attitude: The culture of the community can be a barrier to new developments because change creates friction. Closed minded attitudes, fear and making assumptions that progress will be all good or all bad can stall development or move the community in the wrong direction.
5.2.3 Community Service Priorities
The majority of survey responses strongly or somewhat agree with the statements that were put forward for the community services. The strongest ratings suggest that business attraction is a priority.
Strongly Somewhat Somewhat Strongly Description of Services disagree disagree agree agree
My community needs additional recreational facilities, services and programs for its children and youth. 16% 3% 49% 32%
Residential development should be encouraged. 3% 11% 61% 25% Business attraction and investment should be actively pursued in my community. 0% 0% 42% 58%
My community has adequate health care and emergency medical services. 0% 8% 54% 38%
My community has adequate high speed/high capacity Internet. 0% 8% 42% 50% The natural and cultural heritage of my community needs to be protected, conserved and managed. 5% 5% 57% 32% My community needs investment in physical infrastructure (water, roads, and sewers) to manage expected community growth. 0% 6% 64% 31%
My community offers adequate value for municipal tax dollar spending. 11% 19% 57% 14% Municipal structure (4 municipalities and 1 county) is adequate and effective. 5% 27% 38% 30%
44 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Comments on the Ratings . Recreation: Many comments supportive of an indoor pool, arena upgrades, and an indoor walking track. Other comments recommend ensuring that operational budgets and debt loads of recreational developments be considered . Residential Developments: The comments support new housing development that is well planned to preserve agricultural land. Needs are seen in seniors housing and rental units. . Business Attraction: The survey comments emphasize the need for economic growth for employment, and to remember to support the existing business community to grow. More diversity in the retail sector, and the need for more retail space to be encouraged through progressive bylaws. . Health Care: The survey comments mention wait times as a concern, particularly to see a family physician. Several comments emphasized that the number of doctors may not be enough for an aging population, as the existing doctors are already booked up. . Internet: Wightman is mentioned several times as a popular company that has improved service and kept it affordable. Some small hamlets and rural farms still have difficulty with internet services and business service could still be improved. . Natural and Cultural Heritage: Heritage encourages community pride. Trails and heritage home signage are good and could be extended to share more history. . Physical Infrastructure: The need for additional funding is noted. Several comments surround roads development, including resurfacing, bike lanes, and repair. Increased natural gas service. . Value for Tax Dollars: Many residents see administrative costs as high; however, realize that policing services and other costs are also high. Comments to the effect that efficiencies could be found. . Municipal Structure: Many residents comment that they are not aware of the value that the County level offers over their own municipality. There is a desire for more consistent bylaws and policies throughout the county. The comments on the municipal structure express frustration at the current system because of the number of political representatives and staff that is needed to operate a two tier system. Some respondents do not feel that they understand the role of the County level and that public education is required to clarify these roles. Some also suggest that the County level should be strengthened or eliminated. At least, an increase in shared services and staff is recommended. The overall top priority areas based on the average ranking are stronger partnerships with the County and surrounding communities, investment in small business development and attracting more restaurants and retail opportunities. Other priorities are attracting industrial land development opportunities. The additional comments also emphasize business development and investment attraction as positive, with associated benefits of more employment and more people in the community.
45 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
The community was asked to rate (1- not important, 5 - very important) the factors provided and their importance to the future growth of North Perth. The following figure illustrates the average ratings for each factor.
5
4 3.97 4.03 4.00 4.00 3.84 3.90 3.84 3.79 3.68 3.81 3.58 3.56 3.38 3
2
1
0
-
programs
Enhanced fireservices Enhanced
Downtown revitalization Downtown
opportunities
and its its assets and
opportunities
(roads, water, water, (roads,
development and home and development
Investment in small business business small in Investment
and surrounding communities surrounding and
Enhanced long term care facilities care term long Enhanced
Attracting more tourists and visitors and tourists more Attracting
Community beautification initiatives beautification Community
Greater support for arts and culture and arts forsupport Greater
Broader marketing of the community community the of marketing Broader
Attracting more restaurants and retail retail and restaurants more Attracting
Attracting industrial land Attracting development
Stronger partnerships with the County County the with partnerships Stronger
Investment in municipal infrastructuremunicipal in Investment
Enhanced emergency medical services medical emergency Enhanced
46 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
5.2.4 Needs, Values, Aspirations Matrix for Perth County and its municipalities
Engagement Needs Values Aspirations Activity Community Survey . More flexibility with farmhouse severance . Location of the community for opportunities . Diverse opportunities for housing . Protect, conserve and manage natural and cultural . Proximity to urban areas . Diverse opportunities for long-term heritage . Farmland in the community employment with good wages . Invest in physical infrastructure to manage expected . Quiet, beautiful, peaceful rural atmosphere . Maintain the rural urban mix and the small community growth . Libraries, arts and culture, health care (ranked well) town feeling . Pursue business attraction and investment . Small town feeling . Maintain and keep our rural schools . A community vision that is supported by the political will . Community pride and civic engagement . Enhance the local retail offerings in the urban . Business attraction and support, as well as more . Safe, friendly community areas industrial land . Farmland will continue to produce local food that can continue to feed the community . Better access to broadband internet across the County
Community . Agricultural assets and heritage . To be a desirable community for youth, young Conversation . More welcoming to new Canadians Sessions . Lack of long-term vision . Sports and recreation opportunities families and immigrants . More diverse employment opportunities . Strong physical infrastructure for business and . More support for business retention and expansion . More development ready land and industrial areas for residents businesses . Strong workforce . Be known for our lifestyle and offerings for residents and business . More government collaboration . Small town feeling with urban amenities . Strong health care assets (hospitals) . Collaborative government . Arts and culture . Local opportunities for selling agricultural products
5.3 Interview Summary
Other stakeholders (resident, business and community) were interviewed throughout this process to gain additional insight. The following are the summaries of the discussions. These collected statements are personal opinions and have not been verified for their factuality.
47 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
The first question is in relation to the Township itself. What three words would you use to describe North Perth? Stakeholders describe North Perth as rural, friendly, safe, happy, healthy, prosperous and attractive.
What are your community’s most valuable assets? What other aspects of the community do you value? The community’s valuable assets include its location (40 minutes to Waterloo, Stratford, 1 hour to Lake Huron, 40 min to 401); its people – friendly, welcoming, big-hearted; and its very pleasant rural lifestyle. People are proud of the wide range of amenities that North Perth possesses, from the new hospital and clinic, to local institutions to the recently-held Paddy Fest to the efforts to rebuild the arena into a multi-use community centre.
What makes your community a unique place to (live/work/invest)? Dovetailing with question 2, people speak of the neighbourliness of local people, as well as their strong sense of family and community. People who work in North Perth but live elsewhere highlight the variety of the commercial activities in Listowel’s vital downtown. Listowel is big enough to attract labour, from manual labourers to professionals such as accountants, lawyers, engineers and physicians. Residents describe North Perth has having ‘everything’ from banks to factories, decent paying jobs to lots of recreational activities for children (hockey, soccer, baseball, skating, skateboard park) and its own arts/cultural scene. As in the County as a whole, employers are quick to underscore the difficulties in finding people to work in Listowel’s solid and growing manufacturing base, whose growth is held in check by the chronically low unemployment and the difficulty in attracting young people to assembly-line work. Nonetheless, employers value the region’s strong work ethic and sense of loyalty, due to the community’s agricultural roots and a supportive, business-friendly environment exuded by the Municipality of North Perth. Beyond Listowel, both Atwood and Monkton are suffering from Main Streets that have seen better days, with buildings not always in good repair, vacant buildings not attracting new tenants, and key community hubs, such as diners and grocery stores shuttered.
48 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
What significant changes have you noticed in your community over the past 10 years (or less if they have not been there that long)? People familiar with Listowel mention the increasing amounts of traffic through town, the difficulties in parking at certain times/days, and the spirited debate about whether to simply patch up the existing Listowel Arena or build a brand-new multi-use recreation centre. People talk about the arrival of big-box stores, the closure of Campbell’s Soup, and the growing sense of Listowel as a bedroom community for residents commuting to Kitchener-Waterloo and Stratford
What opportunities exist to for the community to capitalize on retiring Ontarians; or new residents coming to the area? Stakeholders outline a range of opportunities to attract retirees and new residents to North Perth. They are quick to suggest that the municipality needed to better itself and showcase its wide array of appealing factors. These include the ability to have a quieter lifestyle but to still have access to urban-like amenities, including the hospital, recreation, arts/culture, schools, and shopping (pointing here to the specialty stores downtown and the big box stores). Employers are quick to highlight the challenges of attracting young workers due in part to the lack of affordable, entry- level housing. Many see great benefits for seniors who have a range of facilities and leisure interests – from Perth Meadows (a 55+ community), a golf course, an excellent hospital, a range of entertainment and leisure options (dancing, casinos, curling, etc.) and hopefully, a multi-use community centre that will include desirable amenities to seniors such as an indoor walking track. Some also points to the mobile housing park not that far out of town where people buy homes and/or lease land.
How can the Municipality/Township improve programs/services/infrastructure to best serve the community? The debate around Listowel Arena and the envisioning of a ‘something for everybody’ venue is on everyone’s minds. While some prefer trail systems and green space to the seeming extravagance of arenas, most note that an indoor swimming pool is not cost-effective, but that amenities such as outdoor splash pads, an indoor track, and a twin pad are highly desirable and pragmatic. Others detail the need to expand recreational programming, suggesting that existing venues have capacity and making improvements to the baseball diamond. The comments of most would agree that arenas are now the new churches, the hubs of vibrant and healthy communities across the County. Others, with an eye to draw in newcomers and new businesses, point to the lack of amenities such as restaurants and that the theatre 311 has been sold (although, it is presumed that the new owners want its use to continue).
49 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
For employers and those familiar with the dealings of the municipality and the County, the consideration of a single-tier government is something that shouldn’t be overlooked. Given that the people have gone through amalgamation without losing the autonomy and voice of their local municipalities, they argue that amalgamation could create economies of scale for a relatively thinly-populated county. Employers also are insistent in that the lower wages they pay do not support the ability to buy housing in the community, pointing to the increasing preponderance of higher-end homes being built rather than entry-level ones. The lack of non-car-based transit options is also a familiar refrain.
With many communities facing declining population or slow growth, which in turn may affect the revenue base, how might the Municipality/Township ensure services/programs/infrastructure needs continue to be met? There are a host of ideas that stakeholders suggest that focus on business attraction/retention; cultivating tourism/destination opportunities and revitalizing community infrastructure. Stakeholders point that the infrastructure is already in place – water, sewer, broadband, health care, recreational programs, and the ability to attract “the Walmarts of the world.” Employers mention the industrial park that is drawing in small and medium-sized enterprises, and the fact that Listowel is a regional economic hub which attracts activity from the surrounding counties beyond Perth’s borders. Other suggestions include a visitor centre presence in Listowel or in the South of the County, making community rooms, such as the one in Monkton, wireless and high-tech to allow broader use of the room. Others suggest the possibilities of re-establishing a farmer’s market in Listowel and more quality dining options. In general, stakeholders feel that the municipality can do a better job in conveying that North Perth is “open for business”.
What is your vision for the Municipality/Township? What contributing role do you see for you/your organization in working towards this vision? The issue of building and co-ordinating collaborative efforts is frequently underscored. The downtown BIA is said to be quiet and focused on spending little projects such as flower pots. There is a need for the North Perth Chamber of Commerce, the Retail Merchants Association of Listowel and the municipality to collaborate on initiatives to strengthen the business core. There is opportunity for promotion, networking events, educational seminars, and to market Listowel as the “go to place” to the surrounding counties it serves. Some stakeholders offer nearby Hanover as an example of a strong regional centre that Listowel could learn from and emulate. Hanover, they say, has more shopping and entertainment options, a larger population, and an indoor swimming pool. Stakeholders recognize that the municipality is supportive of existing businesses, yet argue that there is a need for greater leadership and cooperation in order to attract offshoot industries that relate to North Perth’s agriculture, automotive, and textile base; and showcase its development lands, residential and commercial, that are available at reasonable costs presently. There remains a need for greater
50 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
integration of smaller hamlets such as Atwood and Monkton and the neighbouring farming communities rather than the fomenting of an urban (Listowel) vs. rural divide that deflates the cooperative spirit that has traditionally been a local strength.
5.4 Senior Staff Sessions
The following comments reflect the discussion held with County staff in March 2012. While the key focus of this conversation was related to the municipality, it is important to recognize that staff also shared perspectives and opinions that related to neighbouring municipalities. This session occurred on March 21, 2012. The following are the questions and key results from the meeting.
What are people saying about how things are going in our community? . There is a perceived debt/deficit . Arena complex – one perspective is that it will increase deficit; others feel it is necessary to grow our area . Small communities do not receive the same resources as Listowel . Listowel is doing well/growing . Traffic congestion in Listowel downtown is an issue . Libraries need to stay in downtown of Monkton and Atwoood . Programs offered in North Perth are very good, there are a lot of activities to engage in for the residents . A desire for more service, lower taxes . A feeling that election promises are not being kept . The public doesn’t have enough say . Good community involvement – volunteers . Three wards are still polarized - separated . We’re going backwards since amalgamation – less funding to each community/ward/rural communities . A recreation complex would be a business attraction; we have the other amenities to support businesses in the area . Decreasing number of community groups – ball clubs, service clubs, etc. . Landfill – new bins – the feedback is this means the area is clean and well kept. . Council won’t make decisions, staff are not receiving support from Council . There is too much money being spent
51 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Are there new goals that we should establish?
. Development of by-pass in Listowel . Keep the libraries open . Attract new jobs/industry . Put swans back in the park through a beautification program . Educate Council and public on the fact that lowing taxes means lost/decrease in services . Focus on more centralized leadership – one council; one community . Better customer service . Succession planning . Better communication between staff and Council . More support to staff from Council . Provincial funding for the downloading from upper tier infrastructure spending
From your perspective what are the areas we should be paying particular attention to?
. Maintaining infrastructure . Creating new jobs – attracting new industries (technical) . A new arena complex . Create a by-pass – people avoid Listowel due to downtown traffic . Beautify parks – make them more enjoyable . Start planning for employee retirement – cross training; training for technology changes . Recreation – be consistent between entities . Roads – address traffic concerns; maintenance including equipment; need to keep current system going – right now it is at risk of not achieving its potential . Demonstrating staff respect and appreciation by Council on a daily basis . Doctors and health care practitioners . Visible police presence . Free downtown wireless connection – for businesses and consumers; use advertising to pay for this as it will increase downtown business activity; promote website; . Up keep of community appearance (parks, sidewalks, business fronts). . Need branding – it is what makes North Perth special – this will help attract businesses and tourism
52 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
. All the wards need to cooperate as there is still a large degree of separation
If you had your wish list to go to Council with, what would be the top 3 priorities that you would include? In order of ranking by staff:
Priority # of Votes
Council should stick to policy making and leave operations to staff 16
Act as one community, strengthening our sense of community and maintaining a “hometown” culture 15 Support economic development including availability of commercial zoning along downtown and highway 9
New recreation complex 7
Maintain a good health care system 3 More visible police presence – better service for same investment 2
Deal with downtown congestion (bicycles, roads, sidewalks) 2
5.5 Council Sessions
Attached are meeting proceedings from strategic planning sessions held in Perth County from March 21-23, 2012. The purpose of these sessions was to share the highlights of stakeholder consultations, preliminary research and other input and then develop the key items in the strategic plans. These insights are the opinions and perceptions of the participants and have not been verified for their factuality. Editor’s Notes: 1. The symbol // or … indicates that two similar ideas have been merged together. 2. This document contains the meeting proceedings and is not intended as a “Final Report”
53 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
5.5.1 Vision
This vision is the desired future state (such as more 5+ years) of the organization. Unlike West Perth, this session included a voting period to determine the “make or break” functions of the Vision. . Voting results from this meeting Multiple selection (maximum choices = 6) (Allow bypass) Number of ballot items: 37 Total number of voters (N): 15
Number of Votes Idea
8 1. See North Perth as a regional centre that provides services and employment while preserving agriculture and farmland for the future.
7 2. North Perth is the destination for recreation, employment, and lifestyle 6 3. Community that provides services for young and elderly
5 4. Well planned out community for future growth so that it is comfortable and satisfy experience for residents
5 5. Strong agricultural community - more local processing 4 6. Improve the general appearance of our downtown businesses
4 7. To provide a family friendly life style
3 8. industrial park lots all filled with new businesses 3 9. We have found a way to attract more doctors to our local hospital
3 10. North Perth remains a regional center
3 11. Atwood and Monkton downtowns have been rejuvenated
2 12. Debt free
2 13. Have a unique program for small business entrepreneurs
2 14. Retain and build on existing industries
54 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Number of Votes Idea
2 15. parking issues in DT core have been creatively solved 2 16. New recreation complex to meet all needs
2 17. Expanded education resources (post secondary) that links to local needs
2 18. Top rate recreation
2 19. Providing an envious quality of life
2 20. Keeping our youth in the community
2 21. Build on the existing arts resources for a stronger cultural community 2 22. Become a place of choice for retirement
2 23. Satisfied residents and visitors
2 24. All roads paved 2 25. Continued growth - better balance between labour force requirements and population
2 26. Services are being met
1 27. Stronger working relationships with municipalities to the west, north and east 1 28. Keep agriculture profitable and attainable for the young people in the area....not just big business
1 29. North Perth has become a destination
1 30. Attract new business in Atwood & Monkton; find a way to 1 31. More industry has come to north Perth
1 32. Health care available in the community
1 33. Regional hub for leisure living 1 34. No wind turbines
1 35. More energy efficient i.e. streetlights
55 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Number of Votes Idea
0 36. Phase 3 of Perth Meadows is built, so seniors requiring long term care can stay in our community 0 37. Have a better mix of population
Vision Discussion With the voting complete, there were 8 themes that arose as crucial components of the vision for the municipality. As well, there were 4 “Make or Break” elements of the success of the vision which are indicated with the “XX” symbol. . 1. XX Regional Centre. See North Perth as a regional centre that provides services and employment while preserving agriculture and farmland for the future. ...expanded education resources (post-secondary) that links to local needs ...stronger working relationships with municipalities to the west, north and east . 2. XX Planned growth. well planned out communities for future growth so that it is comfortable and satisfy experience for residents - continued growth - better balance between labour force requirements and population . 3. XX Strong agricultural community - more local processing ...keep agriculture profitable and attainable for the young people in the area....not just big business . 4. XX Industrial base. industrial park lots all filled with new businesses . 5. Lifestyle. North Perth is the destination for recreation, employment, and lifestyle -> providing an envious quality of life ...satisfied residents and visitors ...build on the existing arts resources for a stronger cultural community … New recreation complex to meet all needs . 6. Scope of Services. Community that provides services for young and elderly we have found a way to attract more doctors to our local hospital become a place of choice for retirement Strong Transportation network. All roads paved . 7. SB strength & DT appeal. Improve the general appearance of our downtown businesses Atwood and Monkton downtowns have been rejuvenated . 8. Youth. The majority of youth return to NP after education, keeping our youth in the community
56 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
The product of this process is the final condensed version of the Vision, as stated below; North Perth is a regional centre that enjoys strong working relationships with our neighbours and provides services and employment while preserving agriculture and farmland for the future. We have achieved the following: Well planned out communities for future growth so that it is comfortable and satisfy experience for residents Strong agricultural community - more local processing ...keep agriculture profitable Industrial base. With industrial park lots all filled with new businesses The lifestyle destination for recreation, arts and culture and an envious quality of life Provides broad scope of services for young and elderly We have strong small business and downtown appeal Youth opportunities. the majority of youth return to NP after education
5.5.2 Mission
A Mission describes the overall core purpose of the organization. To arrive at a consensus for the mission statement for this session, the group voted on the most appropriate statements which accurately depicted the most important issues for the municipality. . Voting results from this meeting Multiple selection (maximum choices = 3) (Allow bypass) Number of ballot items: 15 Total number of voters (N): 15
Number of Votes Idea
7 1. To be a community our citizens are proud to live, work, and play
6 2. provide a high level of services that will continue to encourage growth in all segments of our population
5 3. North Perth offers services to residents and visitors that are responsive and revolutionary in partnership with citizens, business owners, and neighbours.
5 4. To provide open and accountable governance to obtain long term goals for infrastructure and growth of the Municipality.
57 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Number of Votes Idea
4 5. To supply a healthy prosperous lifestyle for the residents and visitors of North Perth with services of a progressive community, 4 6. Land use and services planning, both physically and financially, to support and encourage the growth related needs of a strong and healthy community. 3 7. Balance the needs of all communities in North Perth
3 8. To work with our partners to coordinate economic development opportunities, growth and a service delivery review to provide efficient and effective delivery of government services 3 9. To provide exceptional municipal services and opportunities to all residents with clear and concise direction.
2 10. Fight wind turbines and adverse development on agriculture land
1 11. Efficient use of tax dollars - debt load 1 12. Safe and healthy communities
1 13. Provides services, facilitates/coordinates activities by community groups
1 14. Responsible and accountable government 0 15. Balance of economic development, growth
Mission Discussion Common Themes:
. Great place to live . Deliver quality key services . Growth . Municipality doesn’t do everything (importance of partnerships and collaborations) . Fiscal responsibility and accountability After the voting was complete, the following Mission statement was approved by the members of this session; Grow a strong and healthy North Perth, delivering responsible municipal government and efficient services while promoting growth and opportunities
58 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Alternatives . Grow a strong and healthy North Perth, respecting all of our communities, by delivering... Key Services Responsible government promoting growth and opportunities . To be a community our citizens are proud to live, work, and play in
5.5.3 Guiding Principles
Guiding principles are fundamental laws that will direct behaviour in everything that an organization does. Through this process, the following questions were answered; . What are the fundamental principles that North Perth embodies? . What are some of the key principles that you would like people to see the municipality standing for? Similar to the process of determining the Vision and Mission statements, the members of this session were given the opportunity to vote on the principles that they believed to be the most appropriate to abide by in the process. . Voting results from this meeting Multiple selection (maximum choices = 4) (Allow bypass) Number of ballot items: 7 Total number of voters (N): 15
Number of Votes Idea
14 1. Visionary: proactive, forward-thinking/future-oriented. ...creativity...ingenuity 12 2. Inclusive, diversity & equality - we respect individuals and treat fairly... community of character
11 3. Fiscally responsible and accountable
10 4. Vibrant: lively, active, positive, enthusiastic, 8 5. Responsive: approachable to ratepayers concerns and wishes
2 6. Perseverance ...hardworking,
59 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Number of Votes Idea
2 7. Healthy: work-life balance, lifestyle
Draft Principles with working definitions 1. Visionary & forward thinking: proactive, future-oriented 2. Respect: Inclusivity, diversity & equality - we treat individuals fairly... community of character 3. Positive: lively, active, vibrant, enthusiastic 4. Responsive and fiscally accountable ....approachable to ratepayers concerns and wishes
5.5.4 Priorities
Based on the discussion there was a process of determining actionable priorities that the group felt were necessary to discuss. Considering the community input to date, the group member were asked what they saw as the key priorities that Council must address, including whether or not “quick wins” were important. Similar to the process of determining the Mission statement and Guiding Principles, the members of this session were given the opportunity to vote on the principles that they believed to be the most appropriate to abide by in the process. In this instance, the outcome was not to choose a condensed list of priorities, but rather to rank the importance of each one by determining which ones were voted the most. . Voting results from this meeting Multiple selection (maximum choices = 5) (Allow bypass) Number of ballot items: 12 Total number of voters (N): 15
Number of Votes Idea
11 1. Transportation network and structures ... Continue to follow our Master Road Plan ...financial planning for infrastructure sustainability, road and bridges
11 2. QUICK: Recreation complex decision 10 3. QUICK: implement the North Perth Master Growth Plan Strategy
60 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report
Number of Votes Idea
9 4. Mandatory service review.... amalgamation of NP services for efficiencies (i.e. Public Works) - make the tough decisions ...Service review with County partners
7 5. Labour market strategy.... Develop a working strategy to retain our community's youth ...ensure that professionals are enticed to remain and come for well-rounded service delivery
6 6. Economic Development strategy... promote, attract, retain. - North Perth branding
4 7. Recreation Complex
4 8. Stop wind turbines : land use planning and community design for growth and development 3 9. Debt reduction plan
3 10. QUICK: Traffic Study / Parking
3 11. QUICK: financial planning for infrastructure sustainability, road and bridges 2 12. QUICK: debt reduction plan
Top Priorities for the next 5 Years
. Transportation network and structures ... Continue to follow our Master Road Plan ...financial planning for infrastructure sustainability, road and bridges . Mandatory service review.... amalgamation of NP services for efficiencies (i.e. Public Works) - make the tough decisions ...Service review with County partners . Labour market strategy.... Develop a working strategy to retain our community's youth ...ensure that professionals are enticed to remain and come for well-rounded service delivery
Quick Winds for 2013
. QUICK: Recreation complex decision . QUICK: implement the North Perth Master Growth Plan Strategy
61 Millier Dickinson Blais: County of Perth: Corporate Strategic Plan 2012-2017: Part II – Key Findings Report